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note what one year in 2007 had started to co-create before 2008 depression interrupted american youth's greatest opportunities 

 endgames.jpg

 worldrecordjobs.com thanks dozens of youth journalists and microentrepreneurs competitors for spending much time between 2007 and 2014 helping us all study dr yunus's wishes and life work - see also journal of social businessyunus10000.com (10000 dvd club), 2000 book club - while he is the greatest world stage advocate of what poorest women can do, in spoite of some of the most loyal partners in the development sector he does not appear to have got the full breadth of political and institutional supported he needed at critical times to make the grameen transformation from pre-digital to digital- there was also a lot that was specific to his context that western educators failed to question with sustainability goals students as the 4000 moore acceleration of communications tech reached sustainability's 12 most critical years to 2030 - for those who want to understand how bangladesh remains the number 1 lab in the world for empowering many of sustainabality's most severe community solutions we recommend comparing what can be learnt around sir fazle abed and the ngo world's largest partnerships including new in 2018 Jack Ma with bkash

 pre-digital 1983 to 1996 yunus motivated a generation of graduates to go and live in the villages as local branch management teams

1 at its peak yunus sent out about 1500 teams of graduates to bank for 60 circles of 60 vilage women per week- ie each team served 60 centres mostly on foot- the 16 decision culture ewas chated to start every circles processing of savings and loans- each circle had their own safe space to meet and often a vegetable garden outside; they animated a micro farmers market with loans mainly used so that village motehrs could make positive income out of hoisking roce, growing vegetables, keeping chickens- crafts business incldued grameen check a atrtan like clothing line 

this was a solution to 2 local contexts - rural in bangaldesh typically emans withlout access to electricity grids or other infrastructure - it dioes not mean isolated- this is why teams could serve 3600 within a few miles walk; this design was very specific to reconciling a cultyre which had previoulsy stoped vilage women from prodcuing any income or self-ownership- most branch reguions' indcluded soem wealthy people who could buy from the womens micromarkets or invest in the womens lending circles- when you looked at hundreds of international "microcredits" tyhat microcreditsummit claimed to be most inspired by yunus- few had an analagous local context

 

the family building decisions - eg sending children to primary school, building villagers health service capacities mainly newtorked thorugh brac's education and professional services  - in fact both give directly and social busiens models were innovated bty bbrac, and building te rural health service was essential as this raised womens life expectancies and brough down the number of chilkdren the vilage mother was expecetd top have

the two -brac and grameen in the pre digital person to person networkomg age  were synergetic but the idea that grameen sutained bangladesh's rural economy by itself was misplaced- the most critical idea of bangladesh microcredit was laons were cloupled with mkicrofranchises- ie the mkicrocredit had changed markets value chains os that hard working vilage women would have a sales outlet. The failure to clarify this explains why the vast mafority of microcredts around the world were not sustainable- when they believed that lans and savins were all that need to be admistered they were not applying tghe model that banagleeh riral women used to build the 8th most populous nation during its first 25 yeras as a very poor nation.

 

 until 1996 yunus only loan that wasnt directly income earining was to make a monosson proof one roowm dwelling with pit latrine attached which wone an aga khan prize for archiotectire -over a million of tehse loans were made and yunus added the female empowerment stipulation that only the mother of the house could talk out this loan- in yunus explanation as property owned a mlother and ger choldren could no longer be thrown out by any husband

this was an important aspect of village mother securiy= agian how dwellings fitted into interentauonl microfanances is unlikely to be coparable 

 a unique aspect of grameen was that once a volage member had saved about a dolar she was eligible to get one share in grameen bank- at its peak the village women are siaid to have owned about 80% of the bank ; tghe rest being onwed by the government

 Yuns rule of thumb for loan rates was always rerasonably low but some internatuonal microcredits claiemnd they designed lower rates. As well as the muddle as to whether these banks had designed markerts' microfrnachsies, yunus could cirrectly claim that any profit the bank made from the loan rate was being retorned to memebers in the dividends. While true the fact that grameen had its own organisance as a bank subjectr to certain government regulations was ultimatly used to take the bank back from yunus when he and sheikh hasina beame inrocilable enemies.

 Amerucan freindshsiup which Yun us cultivated including the Clintons who visyted him before \Bill started his presidnecy encpouracged him to extend grameen name to an integrnational consyltancy tryust greameen trust, and to a fudning foundation grameen foundation. Both by bangladesh law had tpo be kept tptally separte from the finacing of grameen bank's doemstic activities which they were.

A lot of the international entoties that grameen helped to launch and design changed their ownership models or failed to design the integrated microfrachise system that grameen had built in bangladesh. In getting tied in to microcreditsummit goals of reaching 100 million accounts, Yunus accidentally contributed to modoels that failed. This wasnt much of a problem during pre-digital days. It became a big poeoblem during the decade that most microcredits needed to work out a way to tabsitioon from totally manaul to including technolgy. This njeeded major new investment. Part of yunus onw model had not save enough to make this iuransition. While a hfamous brand like yunus could always seek the nest of ownership co--partners, many of the other microfinace bacnks lost theior pro-poor ownership. In effect the pre-digotal model of the iverall bank having a postitive income but retiorning it to memnebers had flaws when such a majir chaning occurred to the whoel sectir of banking. Most peculaiar of all micriocreditsummkit's annual world stage which made yunsu famouys and helped seek him a Nobel prize started up in 1997 when the etch issue was already becomng known. 

Yunus famlously said his bank satyed low cost by never hioring lawyers. Whilst we certainly side with a lean legal team, Yunus misjudged the national market place. He had jumped from serving tens of thousands of vilages and offering an international consultancy but he effectively had no national banking nor other institutions leading at a national level. The diference in his focus her bewween 1996 and 2002 and brac's consolidatuion of nation leadershiup of market sectiors appears with hindsight to have been a major weakness. It is tru however that this may have been his fisrt elagal problem. By orgindnance hios national operation was supposed only to serve vilages. This si where gramen ba=randing partebrships were going to get com[;anted as we will seen with gramene phone. Yunus was used to 100% ditection of any partbership and organsiational form. This didnt happen with grameen phine where his members owned a mibirity share 

 With hindsight we know that many of the wealthiset men of last 2 decades have pioneered mobile licences in countries around the world

What was always known was if you get past a minimum mass of subscribers, mobile becmae 10 times cheaper to operate than fixed line phones

what wasnt understood by many from the beginning was that voice would lead to voice plus data would lead to voice plus universal computing leading to extraordinary wealth creation

For the few years that mobile was conceived only as a voice channel it wasnt obvious that one of the world's poorest nations would be a big mobile opportunity- thats how 

Bangladesh poor became a double winner from mobile - in 1996 with yunus gettng the nations first licence at a low cost,

and so his country became the first mobile lab for the poor possibly the most exciting leap forward in potential human development

 attempts to sustain post-digiital

 The thing was that mobiule phines for the poor wasntt yunus' idea- it was the idea of iqbal quardir a technolgist entrepreneur at mit and he brought Yunus the necessary partners of telenor as infarstructure installers, mainly soros as a friendly funder as well as his tech and coding ideas from mit teams.  What seems to have hapened next is disputed:

A traditional dividend corporation was set up (something Yunus has said he never uses). Yuns grameen members got one thord, the rest of grameen phone as a corporate entity mainly run by telenoir got two thirds. The corporate targeted city users; yunus targeted a frabchsie of one mobile phone per circle of 60 woimen -0 the grqmeen phone goal would aqyure the mobile phone through a loa- she would be thse shared telephoine for rent by all 60 members as well as increasingly their human yelow pages of who to cionatct. Remember this is the first tikme villagers had made cpnectat with anyine except petrson to oerson. Both sides of grameen phine took over and it became the largest corporation in bangaldesh. However yunus's refusal to brainstorm how to eveolve vilage sercioces soon isolated him. The quadirs who had created the platform were left without the pro-poor digotal experiments they wanted to urise. Later they will to mover over top brac and start the largest cashelss bank the world has ever seen. Meanwhile Yunus telephone girls were the best busienss vilage women had seen for a few yeasrs but as mobuiles becamse more common that is not the futire yunus could have been in the middle of. Perhaps most frustaring of all is that all microcredit organsiatuions needed to be berainstorming thge trasition from a world of all personal contacts to one in whuich vilagers had mobile access. Istead of this being the main agenda of microcreditsummit it was left to people who wanted to IPO ownership of the future of vilage banking The net result (subject to correction if you know better)- of countries that had a large manual microcredit pre-digital, brac in bangaldesh is really the only surviving model however its partners like Gates are trying to extend the model in nations that have bases in. There are three additional stories to watch : China which has been inventing its own route; india where the bilion petrson digital id changes every service that could be supplied- kenya which actually invented mpesa digital relittances for por (thanks to a vodaphine project) the model the quadirs always wanted to build and whioch they reassembled around brac. 

 Microsolar became interesting to yunus from 1996 both to help charge phines and as a sorce foir domestic power. Yunus took knowledge sgakred with him by nevile willaims of ww.elf.org and started mkicrofunacing solar units. At one stage in 2010 gramen shati had installeed 1 million microsolar units - more than the whole of usa albeit small solar units!. Allied to thsi clean energy busienjss was a biogas ovens business- these ebnergy models were arguably yunus greatest leapfrog model but tey have becme caught up in the nationwide cionstraints placed on him since losing the bank to sheikh hasinsa. Shakti is an independent social busiejss from the bank but clearly there used to be synergies that longer exist in scaling across vilages Yunus global socaill busienss model wss forts braisntromed in 2005 at a luch between Yunus durectirs of the french Corporation Danone and the director of sustainability studies at Paris' business school HEC. Frnace started some top ranlk corpirate social business experiments with yunus in gangladesh including gremeen danone and grameen veoilia but Yunus political disputes. Grameen Inte was also a significan wstern partner looking mainly at e-agri in Bangaldesh. HEC had hoped to devekop a whole sustainability mba with yunus. However he started to licelnce yu nsu cnetre partebrshups wuth smaller universities around the woerld as a main youth revenue channel exploring globalisation potentially separable from any trubles in Bangaldesh Yunus apears to be rebuilding a new headquarters in bandesh as a youth entrepreneuyr conultant. Nobody would dispute his dreams of why shouldnt every market sectir demonstate the best partbhership it could make with the pooerst. But he no konger has a fitech platform and hs is no longer a favkore lab experimented in bangladesh the way he was before the hasina troubles. For this who love yoyth movements we might also suffgest looking at hos daughetrs movement. Almost idnepednent it has sesetacbliehhed out of new york a way of maximising art across 

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